When you need it
Use a team charter when a new delivery team forms, organizations begin working together, or recurring disagreements show that working expectations, decision practices, and communication behaviour need explicit agreement.
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AI tools and documents for engineering and project management.
Team Charter
Agree practical working principles, decision routes and expectations for the project team.
How to use this templateThis Word template contains prepared headings, tables, project fields and completion notes. Add your information, review the completed document and remove the notes before issue.
The form prepares a separate brief; it does not fill the Word or Excel file.
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Learning
How to use this template
What it helps you decide
It turns assumed ways of working into shared commitments, helping a multidisciplinary team handle decisions, disagreements, and everyday coordination without mistaking personal expectations for agreed project roles or formal authority.
How to complete it
- Define Team purpose and boundaries with the participating members, identifying the shared outcomes and limits of the team's responsibility within the wider project.
- Agree Working agreements covering practical coordination needs, then describe Decisions and disagreements in terms consistent with the team's actual authority and escalation routes.
- Record Commitments and review, checking that agreed behaviours are realistic, understood by participants, and revisited when membership or working conditions materially change.
Who prepares and reviews it
The team develops the charter collectively, usually facilitated by the project manager or team lead. Members contribute practical expectations, while the lead checks that agreements remain compatible with actual project governance and organizational responsibilities.
A mistake to avoid
Using the charter to assign contractual authority that team members do not hold can create misleading expectations about who may approve scope or technical changes.
Illustrative example
Illustrative example: client, designer, and contractor engineers join a common coordination team. Their charter agrees how to prepare decisions, raise incomplete information, and record unresolved disagreements. When an interface issue stalls, members use the agreed escalation route instead of repeatedly reopening the same meeting discussion.
Document contents
- Team purpose and boundaries
- Working agreements
- Decisions and disagreements
- Commitments and review
Required inputs
- Project name, location, company, document number and revision
- Actual project scope, source records and responsible roles
Practical tools.
Professional judgment.
Confirm the adopted edition, local amendments, National Annex where relevant, and contract requirements.
Prepare project brief